أ. شريف نايف عوايص

محاضر في ادارة الأعمال- رئيس قسم التسجيل - عمادة القبول والتسجيل

Leading Equals

Leading Equals

Motivating people effectively, without authority

Does this sound like a job you'd want?

You'll be managing a diverse group of people from a variety of departments. They each
have different areas of expertise and different ways of getting work done. The
people don't report to you, and you'll have little to no authority over
directing their performance. However, you'll be held accountable for the team's
output. To accomplish the team's goals, you'll be expected, among other things,
to motivate, facilitate, encourage, communicate effectively, build trust, and
resolve conflict.

This doesn't
sound like a lot of fun, does it?

When leading
a team of your peers, these are typical challenges.

Leadership
is a complex subject. There are visionary leaders, empowering leaders,
charismatic leaders, and values-based leaders. For each of these styles, there
are situations where that style is and is not effective. However, the one thing
that traditional leaders can usually rely on, regardless of their style or
situation, is legitimate power. When things get tough, a traditional leader has
the status and position to demand how work is done.

But when
you're in charge of a team of your peers, your level of authority is often
nonexistent. You might have as little status as the person to whom the work has
been given – but is that enough to lead what is essentially a horizontal
collaboration?

To lead a
multifunctional peer group, you must have all the characteristics of great
leaders – and then some. Here are the key skills you'll need to succeed.

Master the
Group Process

Learn to lead discussions and proactively manage different personalities. You never know
what past experiences – good and bad – team members have had with one another.

Whatever the history, your role as leader starts by setting a positive foundation for the
team's interactions:

• Establish
a relaxed environment, where everyone is encouraged to share opinions and
ideas.

•Ask for
input from everyone, and encourage quieter members to speak up.

•Use active
listening skills, like paraphrasing and asking questions for clarification.

•Insist on
respect for one another and, for tasks taking a lot of time and effort,
consider developing a team charter to define your team's goals and how the team
will work.

•Use
participative decision making tools, and try to ensure active involvement and
commitment from the team.

Empower Team
Members

Leaders who
give power to others can be very influential and motivating. When leaders use
their power to help others accomplish great things, people often want to work
very hard for them.

When you
empower someone, you're essentially saying that you trust that person. When
people feel trusted, they may naturally want to take on more responsibility for
the outcome, because they'll share in the spotlight when success is achieved.

 Empowerment,
then, is a great motivator, and it can be used to recognize the efforts of team
members. When leading your peers, be creative with reward and recognition –
sometimes assigning a task or granting a level of authority can serve as a very
effective reward.

 Beyond this,
work hard to motivate the people you're working with and, in particular, give
praise wherever it's due.

 Be Flexible

 Rules,
regulations and a heavy-handed approach can cause resentment and non-compliance
in a team of peers. Use discretion, and learn to adapt to the changing
environment – this can be critical.

You won't
always be the expert, and you won't always know what to do. With a flexible
leadership style, you can often deal with changing circumstances without
compromising your leadership role. If you rely on a rigid structure and style,
you may find yourself challenged often, and you may waste your energy fighting
interpersonal battles instead of accomplishing goals.

 Essentially,
you need to help your team adjust to changes in direction, circumstance, and
priority. Whenever you get a cross-section of people working together, there
can be times of ambiguity and uncertainty. When you're open to change, your
team will see that, and they'll be more likely to also accept change.

 Set Goals  Few teams
would get very far without goals. Certainly you need goals to point you in the
right direction and to evaluate performance. When you bring together a diverse
set of people, having a clear direction is even more essential.

 All team
members will likely have their own perspectives. These could lead your team
down very different paths – if there's no central direction to follow.
Different paths can also cause conflict around resources and priorities.

 You can
avoid many of these difficulties with clear goal setting that's based on agreed
and valuable objectives. It's much easier to keep people working together
effectively if objectives are clear, if it's obvious how the team's output will
help its customer, and if disputes are resolved by referring to the team's
goals.

 From then
on, it's important that you develop an implementation plan and remain focused
on your targets.

 Support and
Protect Your Team

 Each team
member usually has his or her own regular job to do in addition to the team's
specific tasks. This means that commitment to your team may be weakened from
many directions. As the leader, and the one who is ultimately accountable,
concentrate on getting the support and resources your team needs to do the job
well.

 Focus on
these three key areas:

 1. Obtain
resources – Your team may quickly lose momentum if it encounters resource
shortages. If you get your team what it needs – when the team needs it – your
status, influence, and ability to motivate can increase significantly.

 2. Manage
stakeholders – Many people outside your team may strongly influence the team's
success. First, you may encounter outside resistance from various sources. For
example, John's manager may not allow him to work more than one hour per week
on team projects, or the finance director may refuse to "spend one more
dollar on that project."

 There may
also be key team champions. As a leader, your challenge is to figure out how to
use the champions' influence to persuade "resisters" to change their
opinions. A great way to gain the respect of your team is to protect it from
negative outside influences so that members can produce great work.

3.Obtain
management feedback – Your team needs to know they're supported. Make sure you
receive regular communication from managers and executives. You're the liaison
– the link – to ensure that management knows what's going on, and that your
team knows what management thinks.

 This can be
a delicate balancing act, because you don't want to run back and forth with too
much information. Figure out what each side needs to know to remain satisfied,
and then provide it

http://www.mindtools.com/pages/article/newLDR_64.htm

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الأسئلة المتكررة

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خواطر

نحو مجتمع متكافل !

التعاون

هل نكره التعاون ؟

هل نحن نعيش حقا في مجتمع يساعد فيه الناس بعضهم بعضا , بدرجة تسمح لنا أن نقول أنه  قد تحققت فينا الآية الكريمة : ( وتعاونوا على البر والتقوى ولا تعاونوا على الإثم والعدوان ) , هل تحقق التعاون بمعناه القرآني في الحاجات وفعل الخيرات , أو كما في النص : ( بالبر والتقوى )

التقويم

Managemen

Motivation

Principles of Management

Time Management Skills

عمادة القبول والتسجيل

حفل تخريج الدفعة الثالثة

 

تابع أخبار الجامعة

 

Managers And Managing

Management Theories

Org.Enviorenment

Planning Function

 

Motivation

 

ERP-Process

Management Study Guide


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